조직공정성은 구성원들의 적응수행을 높이는가? : 조직냉소주의의 조절효과를 중심으로

The purpose of this study is to see how perception of organizational justice affects the workers’ adaptive performance in organizations. The study verified the effect of moderating role of workers’ organizational cynicism toward organizations between the two variables. The result of this study is as follows; Firstly, procedural justice and interactive justice have positive effects on adaptive performance. The reason that procedural justice influences adaptive performance is because workers feel respected along with pride and self-esteem in perceiving procedural justice when the procedure of decision making, rewards, treatment is done based on reasonable criteria and regulations set by the organization and then, accordingly affects adaptive performance that encourages behaviors and efforts to keep a sense of belonging to the organization. The reason that interactive justice affects adaptive performance is because interpersonal treatment and social relationship between the superiors (boss) and the subordinates or between workers is important, and the interaction based on information sharing and respectful treatment in the relationship affects adaptive performance in order to effectively form relationship with others and to work efficiently. Distributive justice did not have direct effect on adaptive performance. Secondly, the study found that organizational cynicism moderates in the relationship in a negative way between procedural justice and adaptive performance. Perception that workers in an organization are rewarded in proportion to their efforts and inputs encourages active and spontaneous adaptive performance but high level of distrust and disappointment toward the organization can weaken or worsen the positive relationship between distributive justice and adaptive performance. Organizational cynicism did not play a moderating role in the respective relationship between procedural justice and adaptive performance, and between interactive justice and adaptive performance. Significance of this study is that procedural justice and interactive justice have positive effects on workers’ adaptive performance although our study left something to be desired in studying more about the relationship between adaptive performance and organizational justice. Also, this study supplemented in the study of organizational contingency with the effects of organizational cynicism, which expiscates cause-and-effect relationship between perception of organizational justice and result variables. We considered organizational cynicism as a contingency factor because it can be formed by the interaction between organization and individual, and also we provided diverse discussions about the studies of organizational justice through negative roles of organizational cynicism. In addition, in terms of study methodology of organizational justice, we tried our best to reduce the matter of common method bias by dividing the response sources in a way that superiors (boss) and subordinators are required to respectively answer to the same questions, and to guarantee reliability of the study by putting a time lag in questioning about the variables to separate the timing of measurement.